Why it’s a Good Thing if Your Employees Get Headhunted


According to Ronnie Altit, founder and managing director of Insentra.


Our organisation recently exhibited at a tech conference attended by a number of companies like ours on the ‘sell’ side of the IT industry.  Two months prior, we had recruited a head of service excellence and marketing. One of the attendee companies was showcased for their approach to monitoring and measuring customer satisfaction, and our new staff member thought it would be a good opportunity to learn more as it related to our focus on continued improvement in service excellence. Little did she know a job offer would ensue.

At Insentra, we are in the business of hiring and cultivating incredible talent – we pride ourselves on creating an environment that fosters responsibility and leadership. We place trust in our team and strive to have them place trust in their leaders where they can share openly without fear of negative consequence. A reality of having a high-performance culture and team is that your staff will naturally be in demand and be headhunted. Fantastic talent is hard to come by and even harder to keep – but it doesn’t have to be. Here’s how to lay the foundations for seeing the positives of having your staff headhunted.


Don’t feel threatened

Contrary to most people I speak too, I don’t feel threatened when one of our team members has been headhunted – quite the opposite. I love it when someone at Insentra is headhunted and in fact, I am also a fan of them interviewing for those roles.  Being headhunted is an ego and confidence boost that goes towards validation of an individual’s personal brand and reputation. I want our team to have an outstanding reputation in market, and I am thrilled to have the privilege of helping them to grow and see it as an honour to have such an in-demand personal brand associated with our company.


Promote company openness

We encourage our team to let us know when they are approached externally, and in this staff member’s case, she came to me as soon as it happened.  We also encourage our team to ‘seek to understand before being understood’ and that, of course starts with me.  I asked about the discussion and her level of interest in the opportunity. The answer was, “Not a chance”! Regardless of being offered more money I asked her, “What it would take?” It’s important to know what your staff members value most and this is a great opportunity to reconfirm their priorities.


See the learning potential

When our staff are headhunted, it provides external confirmation of their brand, reputation and value in the market validation or highlights issues with the compensation we are providing. Staff will only truly entertain a headhunted role if they are ready for a change and are already considering leaving. It is indeed the responsibility of our leadership to ensure our staff are constantly challenged and aligning their personal aspirations with the company goals.


Be a pragmatist

If we can’t provide an environment for our team to continue their personal and professional growth, we are no longer the right company and I would encourage them to get on board a new train – it’s what’s best for them and for our company.



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